a competency is an underlying characteristic of a person, which enables

him to deliver superior performance in a given job, role or a situation. Thischaracteristic may be called an µattribute bundle¶, consisting of knowledge,skills, traits, social role, self-image and motive. The µunderlyingcharacteristic¶, manifests itself in the form of behaviour, which helpsidentification and measurement of the competency.

This is a competency era. It is beyond doubt that it is beneficial and cost

effective, to have competent people to occupy higher-level positions.alternatively, Competency also refers to the intellectual, managerial, socialand emotional competency.

There are two basic levels of competencies: technical and behavioural. Thefirst level, Technical Competencies are predominately about acquiredknowledge and technical abilities and skills. These competencies are ofteneasier to see, train for and develop. Examples of technical competenciesinclude knowledge of applicable legislation and case law, knowledge ofvaluation methodology.

The second level of competencies is Behavioural Competencies, such as

communication skills or team member skills. These competencies can beharder to see and develop but are key indicators of how an individualapproaches his/her work.c c
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()c : The things a person consistently thinks about or wants thatcause action. Motives ³drive, direct, and select´ behavior toward certainactions or goals and away from others.cE.g. achievement-motivated peopleconsistently set challenging goals for themselves and use feedback to dobetter.c

*)c + Physical characteristics and consistent response to situation or

information. E.g. reaction time and good eyesight are physical traitcompetencies of combat pilots.c

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+ a person¶s attitude, values, or self-image.E.g. Self-confidence, a person¶s belief that he can be effective in anysituation is a part of that person¶s concept of self.c

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/)c! + The ability to perform a certain physical or mental task.

Many organizations in India and abroad are channeling their efforts to

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Competencies in which a minimum level of proficiency is required for job

success, but a higher level of proficiency is not highly correlated withsuperior performance. Threshold competencies however do notdifferentiate superior from average performers. c

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Competencies at which managers and employees are generally weak,

which if improved will most likely to result in improved performance.

c c c c c c c c c c ccc Ú Úc0cCompetency mapping is a process through which one assesses anddetermines one¶s strengths as an individual worker and in some cases, aspart of an organization. It generally examines two areas: emotionalintelligence or emotional quotient (EQ), and strengths of the individual inareas like team structure, leadership, and decision-making. Largeorganizations frequently employ some form of competency mapping tounderstand how to most effectively employ the competencies of strengthsof workers. They may also use competency mapping to analyze thecombination of strengths in different workers to produce the most effectiveteams and the highest quality work.

It is also defined as a process of identifying key competencies for a

particular position in an organization, and then using it for job-evaluation,recruitment, training and development, performance management,succession planning, etc. "The competency framework serves as thebedrock for all HR applications. as a result of competency mapping, all theHR processes like talent induction, management development, appraisalsand training yield much better results," states well-known HR consultantUllhas Pagey. Ú#12c2ccÚ Úc0c

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Competencies are derived from specific job families within the organizationand are often grouped around categories, such as strategy, relationships,innovation, leadership, risk-taking, decision-making, emotional intelligence,etc.

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c 7c include the followingsteps:

U Conduct a job analysis by asking incumbents to complete a Role

Profile Questionnaire ± The primary goal, is to gather from incumbents what they feel are the key behaviours necessary, to perform their respective goals. U Using the results of the job analysis, we develop a competency based job description. U With a competency based job description, we begin mapping the competencies throughout the human resource processes. The competencies of the respective job description becomes the factors for assessment on performance evaluation U By taking the competency mapping one step further, we use the results of the evaluation, to identify in what competency individuals need additional development or training. This will help in focusing the training needs on the goals of the position and company and help employees develop, toward the ultimate success of the organization³% c "45c 7c ´ ± It helps companies to extractknowledge of core competency requirements from internal experts, andallows the company to have any number of job expert raters to contributeratings on a standard competency scale for any job title or position.

³8c ´ ± In this method, a panel of experts (superior performers,

immediate supervisors, consultants, HR managers) is constituted and areasked to brainstorm about the knowledge, skill, attitude, self-concept, andmotivation required of people for superior performance of a particular job.This panel after detailed deliberation for a few hours and in some cases fora couple of days will list out the competency requirements.

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5!´ ± Such surveys allow employees to rate

themselves on global competencies and specific behaviours. Predefinedgroups of supervisors, peers, direct reports, or customers who performratings of persons on the same items, with the resulting report provide adetailed analysis of self- other gaps in perceived competency behaviours.

³ c c ´ ± Behavioural Event Interview (BEI)basically intends to find out what people really do instead of hearing thestories about what they wanted to do or what they propose to do. In otherwords BEI finds out the knowledge, skill, motives, traits, and self-conceptfrom their behavioural actions, which are verifiable, rather than throughabstract explanations. The BEI method includes Thematic apperceptionTest (TaT) probes, which yield data about the interviewees¶ personality andcognitive style like what they think about, feel and want to accomplish indealing with the situation. This enables interviewers to measurecompetencies such as achievement motivation or logical ways of thinkingand solving problems.

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c<´ ± The Critical Incident Technique (CIT) was

developed by John Flanagan, to identify behaviour that contributes to thesuccess or failure of individuals or organizations in specific situations. Toanalyze a situation using CIT, a researcher first asks people familiar withthe situation for a recent example of effective or ineffective behaviour thatis, a critical incident. Then it is determined from answers to somequestions, which identifies themes represented by the incidents, and asksother involved parties to sort the incidents into proposed contentdimensions. The CIT is a method for evaluating systems in functioningwork environments. It relies on the idea that critical incidents will bememorable, making their capture possible either through interview,observation, or self-reporting.

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´ ± In the survey method, the HR department or theconsultants based on their understanding of the job roles will prepare aquestionnaire containing various competencies. The questionnaires will bethen distributed to the role holders, their supervisors and any other persons(like HR professionals and consultants) who are thoroughly knowledgeableabout the concerned job roles. The information collected through thequestionnaire is then analyzed using descriptive statistical tools todetermine the core competencies required for successful performance ofthe said job.

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´ ± George alexander Kelly was born in (1905-1967)

Kansas, U.S.a.In 1955, the two-volume work, 

(PCT) was published and gained immediate recognition as a unique andmajor development in the study of personality. In 1965 he moved toBrandies University where he was appointed to the Riklis Chair ofBehavioural Science. Even today no reading in personality theory iscomplete without the theory of personal constructs developed by Kelly.

The key points of PCT to remember are:

U Perceptions influence expectations, and expectations influence

perceptions. U The medium through which this happens is known as the construct system. U Construct systems are unique to the individual and develop throughout life.Repertory Grid will help to draw out and make explicit the expertise thatevery manager has, and help lay out their problems in such a way thatsolutions may become more obvious. It allows the interviewer to get amental map of how the interviewee views the world, and to write this mapwith the minimum of observer bias. Kelly¶s practice is then not to have thismap µinterpreted¶ by an expert, who judges where the problems andstresses are; rather Kelly¶s approach is to discuss the map with theinterviewee, to talk about things that perhaps the interviewee had not facedabout himself before, to discuss with the interviewee the survival value ofthat particular map as a means of navigating around his or her life-space.In the repertory grid process the respondents will identify a set of superiorperformers and another group of ineffective performers. They to justify theiridentification of people will identify a set of variables:

It is difficult to suggest which method is more useful or more accurate.

Some methods are easy to use but quality of data may be inadequate.Some others may yield superior quality data but expensive and timeconsuming. Certain methods and tools are such that they cannot be usedin all the cases. Some jobs may require the use of more than one methodor tool for their mapping.# 'c cÚ Úc%&c c$2&cÚ%%c$& =First and foremost, competencies must be demonstrated by individuals.Perhaps the most common place where they are demonstrated is within thescope of a particular job or project involvement.

One of the first encounters with competencies for most individuals is in

securing employment with a new organization. Organizations that arepurposefully using cutting-edge methods to choose talent for positions orproject roles are engaging in what is called ³competency-basedinterviewing and selection´. These interviewing and selection methods arebeing used not only for hiring external applicants, but also for staffinginternal roles, as described later in this article.

Many organizations that use competency-based interviewing and selection

are also later using the same competencies to assess performance, toencourage future development plans from individuals, and to plan forsuccession in the organization. Therefore, the individual employees in suchan organization will have an ongoing need to use and map theircompetencies.'#c# 2&c$2&c& cc#%cÚ Ú=a list of compelling reasons includes, at a minimum, the following. anindividual:

U Gains a clearer sense of true marketability in today¶s job market;

once the individual knows how his/her competencies compare to those that are asked for by the job market in key positions of interest. U Demonstrates self-confidence that comes from knowing one¶s competitive advantages more convincingly, and from being able to articulate those advantages in specific language. U Secures essential input to resume development - a set of important terms to use in describing expertise derived from prior career experience. U Gains advanced preparation for interviews, many of which may be delivered using a competency-based approach called ³structured behavioral interviewing´ or ³behavioral event interviewing. U Develops the capability to compare one¶s actual competencies to an organization or position¶s required/preferred competencies, in order to create an Individual Development Plan. U Support specific and objective assessment of their strengths, and specify targeted areas for professional development. U Provide development tools and methods for enhancing their skills. U Provide the basis for a more objective dialogue with their manager or team about performance, development, and career-related issues.
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cThe steps to building a Competency Model include:

Step 1: Understand the Competency Library.

Step 2: Develop position description/s for your targeted classification/s. Step 3: Identify the competencies that the superior performers in the classification possess. Step 4: Validate the competencies identified in Step 3. Step 5: Reconcile the validation results with those obtained in Step 3. Step 6: Review and finalize the results of Step 5 with the executive leadership team.

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In this step, your agency¶s Human Resources Manager and other key HRstaff will become familiar with the Competency Model and the
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includes 34 competencies that might be

appropriate for a Competency Model for a specific classification or family ofclassifications. Most of them describe characteristics that are desirable inany job. However, the purpose of constructing your Competency Model isto identify the set of ¬ ¬¬ ¬ that distinguish superiorperformance in your target classification/s. Ú7c&57cc

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Consistently maintains high levels of activity or productivity; sustains long

working hours when necessary, works with vigor, effectiveness anddetermination over a sustained period.

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adapts well to changes in assignments and priorities; adapts behavior or

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able to learn and properly apply new job-related information in a timely

manner. Has the ability to absorb and comprehend job-related informationfrom formal training and other formal and informal learning experiences)

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Interact with others in a way that gives them confidence in one¶s motives andrepresentations and those of the organization. Is seen as direct and truthful;keeps confidences, promises, and commitments.

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Providing timely guidance and feedback to help others strengthen

knowledge/skills areas needed to accomplish a task or solve a problem.

Ú 5cBuilds constructive working relationships with clients/customers, other workunits, community organizations and others to meet mutual goals andobjectives. Behaves professionally and supportively when working withindividuals from a variety of ethnic, social and educational backgrounds.

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Clearly conveys and receives information and ideas through a variety of

media to individuals or groups in a manner that engages the listener, helpsthem understand and retain the message, and invites response andfeedback. Keeps others informed as appropriate. Demonstrates goodwritten, oral, and listening skills

and/or conflict between two or more people; able to size up situationsquickly; able to identify common interests; facilitates resolution.

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Is committed to developing professionally, attends professional conferences,

focuses on best practices, values cutting-edge practices and approaches;takes advantage of a variety of learning activities, introduces newly gainedknowledge and skills on the job.

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Cultivates opportunities through diverse people; respects and relates well to

people from varied backgrounds, understands diverse worldviews, and issensitive to group differences; sees diversity as an opportunity, challengesbias and intolerance.

Ú"Ú ccMakes customers/clients and their needs a primary focus of one¶s actions;shows interest in and understanding of the needs and expectations ofinternal and external customers (including direct reports); gains customertrust and respect; meets or exceeds customer expectations

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Breaks down problems into components and recognizes interrelationships;

makes sound, well-informed, and objective decisions. Compares data,information, and input from a variety of sources to draw conclusions; takesaction that is consistent with available facts, constraints, and probableconsequences.

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Maintains effective performance under pressure; handling stress in a manner

that is acceptable to others and to the organization.

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Communicates a vision and inspires motivation; engages with others (direct-

reports and peers) in team process to solve problems; works to find awin/win resolution of differences; is aware of how management style impactsstaff productivity and development; modifies leadership style to meetsituational requirements; helps team stay focused on major goals whilemanaging within a context of multiple directives.

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Participates as an active and contributing member of a team to achieve team

goals. Works cooperatively with other team members, involves others,shares information as appropriate, and shares credit for teamaccomplishments. " c
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required to do the job effectively and to create client/customer solutions.Technical/professional expertise is demonstrated through problem solving,applying professional judgment, and competent performance.

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Keeps the organization¶s mission, vision, and values at the forefront of

employee decision making and actions; ensures alignment of organization¶sstrategic plan and agency practices with vision, mission and values.

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Sets high standards and well-defined, realistic goals for one¶s self; displays ahigh level of effort and commitment towards completing assignments in atimely manner; works with minimal supervisor; is motivated to achieve.

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cc"ccIn this step, development and/or updation of the position description/s forthe targeted classification/s are done Having complete, accurate and up-to-date descriptions for the targeted job/s provides a solid foundation forbuilding Competency Model.

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cIn this step, use of focus groups to identify and rank the competencies thatthe superior performers in your targeted classification possess.U Have separate focus groups for the employees and the supervisors/managers to foster an environment of open discussion.U Make the focus groups as diverse as possible.U In large organizations, have three or four focus groups for each classification (or classification family).U Have two facilitators for each focus group ± one to lead the discussion and one to observe and take notes.U Limit the size of each focus group to eight to twelve participants.

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In this step, you¶ll validate the list of competencies and rankings obtainedin your focus group meetings.

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In this step, the results obtained from two sets of focus group meetings arereconciled .

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In India, the software boom started somewhere in the late 1990s.

The profile of the Indian IT Services has been undergoing a change inthe last few years, partly as it moves up the value chain and partly as aresponse to the market dynamics.The market competition is forcing organizations to cut down on costs ofproducts. The professional IT services on the other hand are becomingincreasingly expensive. Despite the global economic slowdown, theIndian IT software and services industry is maintaining a steady pace ofgrowth. India¶s most prized resource is its readily available technical workforce. India has the second largest English-speaking scientificprofessionals in the world, second only to the U.S. It is estimated thatIndia has over 4 million technical workers, over 1,832 educationalinstitutions and polytechnics, which train more than 67,785 computersoftware professionals every year. The enormous base of skilledmanpower is a major draw for global customers.

IT Sector - Top Players

S. Companies NO.

1. TCS

2. Infosys

3. Wipro

4. HP 5. IBM

6. Satyam

7. HCL

8. Patni

9. Polaris

10. Cisco

advances in Information Technology and Information Systems delivery

over the past decades have restructured industries and created enormousvalue. Interestingly however, research shows companies traditionally havea very difficult time capturing the value from their investment. any surpluscreated by these improvements is often competed away and given back tocustomers. Decision makers are focused on demonstrating thatinformation Technology expenditures result in positive net returns to thecompany. IT managers are faced with a fundamental question: How doesthe organization use Information Technology to create sustainablecompetitive advantage and capture value in its industry? This thesisproposes a framework, the Core Competency Model, to help companiesthink about Information Services strategy and Information Technologydeployment. Instead of seeking to create competitive advantage throughIT investment alone, it introduces the concept of core competencies. ITresources can be quickly duplicated by competitors, as has been shown inthe research.

Core competencies, the complex blending of unique resources and

capabilities, are much more difficult to duplicate and form the basis for truesustainable competitive advantage. at its heart, the Core CompetencyModel suggests that the role of the IS group is to support the formationand enhancement of the organization's core competencies. It furtheridentifies several capabilities and resources that the IS group mustpossess to fully support the core competencies of the enterprise. Thismodel, if truly utilized, would change the nature of a company's internaldialog on IT spending. Debate over which business units should get whichIT resources would be replaced with discussion of the strategic directionand core competencies of the company. Decisions concerning IS resourceallocation and IT spending would follow very naturally from this discussion.The Core Competency Model provides a framework for this dialog,beginning with the strategic identification of core competencies, andending with the tactical analysis of the Information Systems group'scapabilities and resources

ITaa Releases IT Competency Model

The Information Technology association of america (ITaa) is the premierIT and electronics industry association working to maintain america¶s roleas the world¶s innovation headquarters. ITaa offers the industry¶s onlygrassroots-to-global network, carrying the voice of IT to companies,markets and governments at the local, state, national and internationallevels to facilitate growth and advocacy.

arlington, Va ± The Information Technology association of america

(ITaa) and the U.S. Department of Labor¶s Employment and Training administration (DOL/ETa) have launched a new information technology (IT) competency model to help individuals prepare for job opportunities in the technology industry. ³We now have a common language for the dialogue between the educators and executives who are working together to rebuild the talent pipeline,´ said ITaa President and CEO Phil Bond. The model provides a clear description of the knowledge, skills, and abilities necessary to perform well in IT professions. In India however competency development and mapping still remains an unexplored process in most IT organisations despite the growing level of awareness. after all, Level 3 of PCMM is focused on the competency framework in an organisation. Is the underlying principle of competency mapping just about finding the right people for the right job? The issue ismuch more complex than it appears, and most HR departments havebeen struggling to formulate the right framework for their organisation.

The competency movement has caught on much better in the non-IT

sector than the IT sector. Only a few IT organisations which are at thehigher end of the HR value chain are known to be doing some work inthis area; most are more busy handling recruitment and compensation-related matters. "Unless managements and HR heads have holisticexpectations from their HR departments, the competency movement isunlikely to succeed as it requires lot of time, dedication and money,addsan hr personnel, pointing out that before an organisation embarks onthis journey it has to be very clear about the business goals, capability-building imperatives and core competencies of the organisation. Thecompetency mapping process needs to be strongly integrated withthese aspects.

ñ Support specific and objective assessment of their strengths, and

specify targeted areas for professional development. ñ Provide development tools and methods for enhancing their skills. ñ Provide the basis for a more objective dialogue with their manager or team about performance, development, and career-related issues.

"If an individual is able to discuss the above with his manager, it willhelp him to chalk out his growth perspectives in the company," statesD'Silva. Zensar has a behavioural competency model which is based on various job roles in the organisation. D'Silva describes the process of implementation:

ñ Having defined the various job roles,

a focused study was initiated where job roleas a result holders were interviewed on the critical Competency incident method and the data of success-of mapping critical factors was collated.competency helps identify ñ The job roles and deliverables weremapping, all the success finalised on the basis of the competenciesthe HR derived from the data. This data was further criteriaprocesses analysed, and on the basis of this required forlike talent competencies that had an impact on the job individuals toinduction, roles and deliverables were finalised. be successful ñ after identifying the competencies, aappraisals in their roles job analysis exercise was carried out whereand training the importance level of every competencyyield much Lynette was ascertained before freezing thebetter D¶Silva competency model.results Manager For team leaders and project managers, Learning & Ullhas the company also runs development Development, Pagey centres in-house; here, individuals are HR Zensar HR profiled on behavioural competencies Technologies Consultant required for their position. "This process creates awareness in the individual abouthis behavioural traits in detail, and helps him chalk out an individualdevelopment plan. Development centres help map an individual'spotential, which is useful to both the individual and the organisation. allmanagement development programmes are also fine-tuned to addressthe specific competency needs at different levels," explains D'Silva,adding that the 360-degree feedback has also been designed on thecompetency model, enabling managers to get feedback from theirteams. This feedback is based on the rating of the competencies whichare an integral part of their managerial skill-set.L&T Infotech, a PCMM Level 5 company, has a successful competency-based HR system. Recruitment, training, job rotation, successionplanning and promotions-all are defined by competency mapping. SaysDr Devendra Nath, executive vice-president of the company, who hadinitiated the PCMM process in the parent company (L&T) in 1997,"Nearly all our HR interventions are linked to competency.Competencies are enhanced through training and job rotation." He addsthat all people who have gone through job rotation undergo atransformation and get a broader perspective of the company. Forinstance, a person lacking in negotiation skills might be put in the salesor purchase department for a year to hone his skills in the area.

Dhananjay Savarkar, head of the training department, L&T Infotech,

asserts that in no two organisations can competency frameworks be thesame; it will vary over time even in one organisation. It is not timeless, itis contextual. "We call it the DNa of success«it is what makes starperformers work in a particular way. Isolate the DNa and make itavailable to ten others," says Savarkar. When the company startedcompetency mapping the whole process took eight months for six rolesand two variations. Eventually, 16-18 profiles were worked out. Thecompany uses PeopleSoft for competency mapping. "Behaviouralcompetencies do not change every month. Two appraisals are donesubsequently« every project-end for skills, and annual for behaviouralcompetencies." He acknowledges that there was resistance from theline people, but when the numbers started flowing they sat up. Everyquarter, an SBU-based skills portfolio is published. Nath says that it hasbeen a very rewarding experience. as far as training and developmentis concerned, instead of asking people to attend classes, theythemselves get pulled to the classes. Introduction of competencymapping has also involved introducing skill appraisals in performanceappraisals. This has also led to training people on how to assesssubordinates on competencies. Notes Nath, "The best human resourcesdevelopment is when people in the line department do HR. Where theHR department is the enabler, the line people see the advantage anddrive us." Competency-based HR makes this almost-utopian dreamattainable.

Competency Profile of a Project

Manager in an SBU at L&T Infotech HCLHCL telecom services in the unified communications (UC) area includeproduct engineering services, deployment services, managementservices, and process mapping services. The Unified Communicationsservice line addresses both the enterprise customers, to whom we can beintegration partners, and OEMs, with whom we can partner to augmenttheir development work.

Wipro Infotech is the leading strategic IT partner for companies across

India, the Middle East and asia-Pacific - offering integrated IT solutions.They plan, deploy, sustain and maintain clients¶ IT lifecycle through theirtotal outsourcing, consulting services, business solutions and professionalservices. Wipro Infotech helps clients¶ drive momentum in theirorganization - no matter what domain they are in.

WIPRO INFOTECH -Consulting

Wipro Infotech offers consulting services that support your strategic

business objectives in today's competitive business environment. asorganizations move up the value chain, they help drive clients¶ businessmomentum in the light of challenges arising from globalization,competition and the dynamics of customer loyalty. The various consultingpractices enable the client to achieve execution excellence, costleadership and business agility through IT, resulting in sustainablebusiness leadership in your industry.

Leveraging people, process and technology experience, Wipro Infotech

aligns the right set of practices to complement your business. Everysuccessful project execution highlights the practitioner experience of ourconsultants. They drive home clients¶ business advantage by providingadvisory and implementation frameworks, delivered through a strongfocus on core business issues, strong process orientation and industrydomain knowledge. From ideation to completion, they are there with theclient at every step of the project to resolve any issues. Their partnershipwith each client is built on trust and excellence in performance leading tosuccessful results.

It is the transformation of government to provide efficient, convenient &

What is not e-government?

U E-Government in not about µe¶, but about Government!

U It¶s not about computers and websites, but about citizens & businesses! U It¶s not about translating processes, but about transforming processes!

WIPRO consulting in E-governance

Responsiveness, efficiency and transparency are the keywords of

governance. E-enabling various public departments have resulted in fasterresponse time and greater coordination to deliver on promises to thecitizens. Wipro Infotech assists in streamlining processes and policies tofacilitate better public participation through the implementation of e-governance initiatives.

interface, capital, connectivity, capacity and content. Using these parametersthey assess the maturity level in e-governance. While framing clients¶ e-governance strategy, Wipro Infotech takes into account risk assessment andsecuring e-transactions for complete quality and safety assurance.Organizational and qualified human resource developments are some of thekey capacity-building issues that they address.

Indicative career paths in consulting

Like all organizations, Wipro Infotech also has a career path frameworkwhich tells the transition of an employee from one level to another, afterserving the organization for particular time period and project tenure. Thefive levels also known as µBands¶ at Wipro Infotech is identified as a1 ±a3, B1, B2, C1, C2 and the highest level which succeeds C2. Thisframework is a applicable to all the consulting divisions under WiproInfotech including E-Governance Consulting Practice.The diagrammatic representation of the career path is shown as below:

The five Bands also give us the designation basket for its employeeswhich are as under:

Band a1: Indicating Designation ± Support

Band a2: Indicating Designation ± analyst

Band a3: Indicating Designation ± Senior analyst

Band B1: Indicating Designation ± associate Consultant

Band B2: Indicating Designation ± Consultant/ Project Leader

Band C1: Indicating Designation ± Practice Manager/Senior Consultant

Band C2: Indicating Designation ± Principal Consultant

Whereby the first 3 Bands i.e. a1 ± a3 constitute largely of

Programmers/Developers, who are fresh graduates from differentcolleges.OBJECTIVES OF THE STUDY

³a Study on Competency Mapping for the Practice E-Governance

Consulting at Wipro Infotech´ keeping in view the different bands and theyears of experience of the employees.

When Wipro Infotech inducts new employees the primary basis for doingthe same is the years of experience a prospective employee holds in thefield of consulting and the total number of years of experience. apart fromexperience, the qualifications of a prospective employee are also takeninto consideration i.e. the university he/she has obtained the degree from.accordingly the new employee is put in band levels and only after stayingin that particular band for a pre-decided tenure in the role, he/she ispromoted further up the hierarchy.

In order to do an efficient implementation of Competency Mapping, a pre-

requisite for several things was felt, which are listed as under:

1. Identifying various roles people play in this Practice - which means

varied roles in the band level. 2. Identifying the basic understanding of the structure of Practice w.r.t. roles - which means understanding the framework pertaining to a particular band and the kind and nature of work done under it. 3. Identifying how do people and at what level do they interact with clients ± which means identifying whether employees of the bands interact with clients, or it is a feature of higher bands. 4. Identifying the years of experience for all employee in the Practice ± which means from the secondary database, obtaining the years of experience of all 58 employees of the E-Governance Consulting Practice. 5. Surveying via the mailed questionnaire method, which probes about kind of competencies they possess 6. Identifying various competencies/skill set associated with each band ± mapping the competencies of each bandSCOPE OF THE STUDY

The span of the study instead of being limited to one particular band of theE-Governance Consulting Practice, [leaving theProgrammers/Developers]; is spread over all the other 4 bands i.e. B1,B2, C1, C2. Since E-Governance Consulting Practice is a relatively newPractice, and is picking up on its demands; the study on findingcompetencies relevant to it will bring about dynamism in tuning thePractice to such levels, that always it will yield to high performance andthe Practice will be able to gain more in being the most sought after.

This stage deals with the start up to a competency development process

involving data gathering and preparation for an intervention. It dealsessentially with the following:

U Identify an exhaustive set of job families in the organization. E.g.

Developers, Consultants, associate Consultants, Senior Consultants, Principal, Practice Heads U Obtain Role data in regard to such identified job families U Identify job roles within each job families E.g. In the Consultants family the employees are distinguished by their years of experience. Similarly with the other job families U Review the job roles for its clarity in regard to Job Purpose, Objectives, Key Responsibilities, and critical success factors U Review for inadequacies, if any, and improve upon the Role Profile form, to prepare it to be reviewed for competency mapping requirementStage 1: Identify major categories of skills

U Each job has its minimum skill requirements, to establish proficiency

levels of the incumbents, to perform their roles effectively U Determine skills required to perform a job effectively U Enable each job family and jobs within those job families to gain consistency in skills that have been stated as required to perform a job U These skill requirements are determined on a functional and managerial basis and demonstrate capabilities that would enable a role incumbent to perform his or her role U Consequently, every job has its set of critical or major skills and a set of supplementary skills. alternatively, supplementary skills could be a sub-set of the major skill and would be essential to make out the role incumbent performing the major skill. For example, µPresentation skills¶ could be a critical skill and µPatience and Perseverance¶ could be supplementary skills. Similarly µProject Management¶ could be a critical skill and µability to Handle Situations¶ could be supplementary skills. U Identification of such skill sets, would establish a boundary, within which competencies should be defined. Effectively, competencies tend to be articulated from within the defined or pre determined skill setsStage 1: Identify probable competencies U List the skills and evaluate which of them needs to be emphasized behaviourally U add or eliminate skills that appear to over lap and may cause conceptual confusion for a role incumbent when it has to be manifested behaviourally U Clarify additional skills and the reason for placing those skills in relation to a particular job U Having identified the skills required for a particular role, possible competencies that are critical for that role profile to be listed. This provides a framework within which competencies definitions, assessment sets and other band matrix issues are resolved U Probable competency analysis would enable the evaluator to determine, whether all the required skills have been listed and defined. This acts as a checkpoint/benchmarkStage 2: Data analysis

Stage 2: Review and finalize list of competencies

U Probable competencies that are identified from the last stage, is now reviewed to check for any internal consistency, validity versus other jobs, exhaustiveness of competencies to fulfill the job objectives and purposes U The competencies are now finalized for each job role U It is agreed with the management teamsStage 2: Construct competency definitions

Each competency is placed in an individual and multiple boxes with both

job family and competencies listed. an appropriate matching process isconducted to identify where similar competencies tend to be necessary. Itis important to define the skill requirements for each of the saidcompetency in each of the levels. It is likely that the skill emphasis maydiffer from one job to another, although it is for the same competency

U Each of the competencies are now defined in the context of the role profileThus the benchmark competencies have been determined. Now the nexttask is to identify the competencies and mapping them, such that it iscompared against the benchmarks. This is done by following theRepertory Grid Technique.

Stage 3: Validation

The second mailed questionnaire used is the Repertory Grid

questionnaire, which is utilized to understand and map the variouscompetencies existing in the bands. This is the questionnaire which formsthe basis for the study and is also targeted at the 58 identified employees.Here from the obtained competencies are compared with the benchmarksand a Gap analysis is performed to understand what makes the band lackin which aspect, and what can be done to improve upon it.

Based on above format the questionnaire is so designed that it specifies

each requirement, and the intricate nature of the kind of job profile anindividual holds.Diagrammatically the Competency Mapping procedure can be shown as under:

Identify and finalize Practice for Competency mapping

Identify the Practice structure or hierarchy

Find out the inputs of competencies

List down the competencies for each band differentiating by years of experience

Competency mapping of each band

Get approval from Practice Head and HR.

COMPETENCY DEFINITION / COMPETENCY DICTIONaRY

Identifies issues; obtains relevant information,

analytical relates and compares data from different sources,Thinking and identifies alternative solutions.

Plans and supports the development of others

using a competency based system. Identifies skillsCareer and/or Skill and abilities to fulfill current or future job/roleDevelopment responsibilities more effectively.

Develops and maintains strong relationships with

clients (those who buy goods and services and for whom formal professional services are rendered) or customers (those who consume goods andClient/Customer services) by listening to the client/customer andService understanding and responding to identified needs.

Provides guidance and feedback to help an

employee or groups of employees strengthen their knowledge and skills to accomplish a task or solve a problem, which in turn should improve jobMentoring performance.

Communicates information to individuals or groups;

delivers presentations suited to the characteristics and needs of the audience. Clearly and concisely conveys written information orally or in writing to individuals or groups to ensure that they understand the information and the message.Communication Listens and responds appropriately to others.

Develops and maintains effective relationships with

others in order to encourage and support communication and teamwork. Builds and maintains ongoing, collaborative, workingInterpersonal relationships with coworkers to achieve the goals ofSkills the work unit.

Demonstrates a designated level of technical skill

or knowledge in a specific technical area(s) and keeps up with current developments and trends inDomain areas of expertise. May be acquired throughKnowledge ± academic, apprenticeship or on-the-job training or aTechnical combination of these.

Demonstrated skills and abilities needed to

coordinate, facilitate, and participate in a collaborative approach to the completion of tasks orLeadership assignments.

Develops plans to accomplish work operations and

objectives; arranges and assigns work to use resources efficiently. advanced planning is more of a strategic nature to develop plans, organizationalPlanning and structures, and systems to fulfill legislative orOrganizing Work mission driven organizational goals.

Coordinates and administers program, activities

1) Provides oversight for project(s) and all related

activities in that setting to include quality assurance and safety; coordinates and manages facilities, equipment, supplies and related resources as necessary for the project; monitors environmental risks, if any and quality control; 2) establishes a set of tasks and activities associated with an intended outcome and timeline; 3) ensures actions areProject performed and/or implemented to achieve theManagement results of the project.

analyzing competitive position by considering the

market and industry trends, existing and potential customers, and strengths and weaknesses as compared to competitors, provides analysis of policy issues develops program proposals and developsStrategic plans that address long-term customer andThinker stakeholder needs and concernsPROFICIENCY LEVELS OF EaCH COMPETENCY

Demonstrates this behaviour in routine situations,

Developing but needs help doing so

Demonstrates this behaviour in routine situations

without help, but in unusual or routine situations Proficient help is needed

Consistently demonstrates this behaviour even in

Highly Skilled unusual or non-routine situations

COMPETENCY MaPPING ± REPERTORY GRID TECHNIQUE

The second mailed questionnaire used is the Repertory Grid

questionnaire, which is utilized to understand and map the variouscompetencies existing in the bands. This is the questionnaire which formsthe basis for the study and is also targeted at the 58 identified employees.Here from the obtained competencies are compared with the benchmarksand a Gap analysis is performed to understand what makes the band lackin which aspect, and what can be done to improve upon it.

The Repertory Grid questionnaire is so designed such that identification of

high performers and poor performers need to be visualized, thereafter thebehaviour being exhibited by those individuals to be a high performer/lowperformer is mentioned. These behaviors listed are then mapped for eachband w.r.t. their years of experience. LIMITaTIONSLike every study has its set of constraints and limitations, this µStudy onCompetency Mapping for the Practice E-Governance Consulting at WiproInfotech¶ also has its set of constraints and limitations. They have beenlisted as follows:

U The primary limitation of the study being, that all the employees existing in various bands are scattered all over India, where their client bases lie; largely at Gurgaon/Noida. This indirectly means that many of the Consulting Practice employees don¶t have an access to their Wipro Infotech Company ID and may take longer to respond. Neither can they be administered with better methods of Competency Mapping like BEI, Critical Incident Technique, Focus Group Discussion, since even a phone interview is remotely impossible or may take considerable amount of time to actualize. U The lowest band a1-a3 are not to be administered with the questionnaire since they act as Programmers/Developers for all the Consulting Practices of Wipro Infotech , and do not pertain to one particular Practice like the E-Governance Consulting. U By in large the awareness of what is Competency Mapping and why it needs to be done in an organization, as well as what benefits will it bring to an individual or group of people and in turn the organization; is low U The above stated reason also is validated by the reluctance of employees to identify high performers and low performers as asked in the Repertory Grid Technique. U The employees were asked to identify 3 High Performers and 3 Low Performers from their job role, correspondingly the underlying behaviour. However to be on the safe side the employees have identified either their immediate bosses/superiors/subordinates/people who've left the Practice and who are not in their job roles. U No Gap analysis can be done, as Repertory Grid Technique has been followed. Gap analysis is more proficiently done when an individual is interviewed and his/her competencies are compared to the benchmarks U Thus individual development followed after Gap analysis cannot be implemented.

according to Lynette D'Silva, manager-HR, learning & development,

Zensar Technologies, "Competency mapping helps identify the successcriteria required for individuals to be successful in their roles."

But, organisations strictly following the process of competency mapping

do face some hurdles in achieving overall efficiency.

Firstly, the organisations do the ultimate mistake of realising the map as

the desired end result. The map is nothing but a colossal waste of timeand money without proper analysis. Secondly, the mission must be tosustain a knowledge flow that is more profitable to the organisation. If theorganisation is already rich beyond wildest dreams then the missionshould be to measure against the current "ideal" knowledge flow.Competency Mapping related Observations U awareness of competency mapping and why its done is low in the division U Growth Enablers are being utilized in the best manner as quoted in the general WIPRO framework U For the Practice E-Governance Consulting, the two major competency areas of focus are: ñ Domain Knowledge ñ Client Orientation U Type of Competency found in Practice E-Governance Consulting - Technical/Functional/Role Specific SUGGESTIONS

U a brief introduction should be given to employees about competency

mapping and its positivesU When it comes to rewards and recognition, merely rewarding someone will not be that beneficiary as much as citing the reason before others i.e. for which competency that the individual possesses he/she is being rewardedU Competency Model can be used for: ñ Recruitment ñ Training and development ñ Career and succession planning ñ Rewards and recognition ñ Performance management [as in Performance appraisals i.e. 360Û feedback]U Development plans for the employees¶ can be conducted via: ñ Formal training ñ On-the-job training ñ Job Rotation ñ Special assignments ñ Self-study/learning ñ Coaching/ mentoringU Better methods of Competency Mapping can be used like the most standardized BEI Technique, Critical Incident Technique, Focus Group Discussions & Direct Observation to obtain the Gap analysis Ú Ú&2 cFrom the initial stages of interaction with clients till the final stages offinishing the project, Wipro Infotech has always believed in satisfying theclients to utmost level, be it timely deliverables, to handling of clients, totaking calls, to procurement and so forth. apart from the technicalityinvolved at all stages of project handling, an important ingredient ofsuccess at Wipro Infotech is the different Competencies each employeeholds within himself/herself. and Wipro Infotech ensures that none of itgoes unused, hence they have formulated ways and means like GrowthEnablers that give a brilliant pathway to the career framework of theiremployees. This in turn is tapped to fullest extent when people work inteams. Right from associate Consultants, Consultants, Senior Consultants,Principals to Practice Heads; each one of them are proficient enough fromtheir ends as an individual, and when they form teams they have acollective force of Competencies which make them stand unique from otherConsulting Practices within Wipro Infotech and competing firms.

Their main Competency lies in the kind of expertise they hold for c
as well as Ú c " , and the diverseprojects undertaken by them exhibit the same. Throughout the study it hasbeen found that each level at different Bands, there is a demand of a highlevel of Domain Knowledge and from Band B2 onwards a great echelon ofClient Interaction/Orientation. apart from these some other Competenciesthat echoed throughout were analytical skills, Presentation Skills, andCommunication Skills. There is a continual need felt for improving upontheir expertise and developing, as well as fine tuning themselves as per themarket requirements of the clients. This never-ending process results to thevarious activities Wipro Infotech engages in for team building purpose,which indeed plays a vital role for the individual competencies to emergeinto an amalgamation of a strong team. To name a few of the activities theyhave: birthday bashes for each employee of the various Bands [either as acelebration or sending e-mails to them at client bases]; quarterlycelebrations; an employees¶ 5 year completion at Wipro; yearly consultingcelebrations; internal discussions whereby good work is appreciated;monthly reports by the Head, Consulting division whereby the HighPerformers¶ names¶ are mentioned.

However since Wipro Infotech ± Consulting is a relatively new entrant in the

Indian Industry scenario [nearly 5 years old] they still have a long way togo, and conquer many pinnacles leading to projects success and clientsatisfaction. To do this in a most effective way, there is a need tounderstand further what all Competencies their High Performing employeespossess, and how can they be tapped and extended onto others whorelatively perform lower than them. For the same purpose varioustechniques of Competency Mapping are implemented, though the very firststep towards a quintessence rise is creating an awareness among theiremployees of µWhat is Competency Mapping all about, and how will it helpthem and in turn the company?¶ Thereafter the results obtained can bemore effectively implemented by doing a Gap analysis and hence aPersonal Development of the employee.c